University of Maryland, College Park

Pearl Diving Assignment 1

Broden Menzies

Communication for Project Managers: ENCE614

Dr. Shana Webster-Trotman

June 18, 2022

Introduction
As the world becomes increasingly focused on technology and technical expertise, the
importance of networking, communication, and interpersonal skills becomes ever more
important. As discussed in class and in the readings, the ability to communicate and connect with
people are some of the most sought-after traits for employees and leaders alike. I earned my
Bachelor’s of Science degree in Ocean Engineering from the United States Naval Academy. This
program was extremely technical, requiring traditional engineering courses, such as statics and
dynamics, but also delving into wave mechanics and the physiology of diving. Given the
inherent emphasis of grades and schoolwork in university, one might believe that the highest
achieving students at the Naval Academy were individuals who conquered all the complex
material and reached the coveted 4.0 GPA milestone by prioritizing school above all else.
However, this way of thinking is flawed. While students need to be competent in school, the real
success comes from the relationships built with officers in both the Navy and Marine Corps
around campus that mentored, guided, and propelled them through their time in Annapolis.
These types of relationships are invaluable to those in the military and the civilian worlds
because as Networking for College Students and Graduates repeatedly states, “It’s not what you
know, it’s who you know.” There are millions, or even billions, of intelligent, hard-working
people in the world and that number is constantly growing. This is precisely the reason why the
relationships that one builds will always be the facet of their resume that is invisible but more
important than any of the words written on the page. It is also the reason for people rising
through the ranks of whatever organization they are in even if they are less qualified on paper.
This paper will investigate certain concepts that I have learned from class so far, networking
strategies, and key attributes of an effective communicator. In addition, this paper will unpack
my results from the DISC personality assessment, the Conflict Management Styles assessment,
and the Jung personality assessment. As a whole, this paper will serve as a way forward for
myself as a communicator and as a great instrument of personal reflection.

Concepts from Readings and Class Sessions

The first profound concept that I discovered in Networking for College Students and
Graduates is one that is infuriatingly simple. Show up. Show up to different events, and then
begin introducing yourself and talking to people at said events. Throughout my undergraduate
years, there were weekly opportunities to attend various networking events that had a range of
different topics, from information regarding different jobs in the military to situations unfolding
in North Korea, China, and Russia. These events were always open to any students but I often
had the mindset that networking was just an exercise of who could kiss the ring of all the
important people the most. I would feel almost a sense of disgust each time the students and
faculty would receive an invitation to these events because I would envision students with little
on-paper qualifications becoming close with high ranking individuals by telling them what they
wanted to hear and engaging in pointless small talk. As backwards as that might sound, I was
definitely not alone with this mindset. A large number of students also agreed, which led to a
small number of the same people going to most of the events and becoming more successful than
those of us who never went but thought we were more attractive on-paper. Through just the first
few chapters of Networking for College Students and Graduates along with the other readings
and the in-class sessions, it has humbled me and brought to my attention how foolish my
thinking was. The power of just showing up to events and engaging in directed small talk with
people is profound and can lead to life-altering opportunities. The act of leading the conversation
with a stranger who could potentially catapult my career seemed daunting but this reading has
taught me simple ways to direct the conversation to where I want and need it to go whilst
remaining true to who I am.

Another vital concept that was discussed in class is the importance of body language and
how even passive facial expressions can impact the ability to effectively communicate with those
around you. This particular concept caused me to literally and figuratively look in the mirror. I
have had many conversations with various people about my resting face and how that shapes
their perception of me, even when they have never had a conversation with me. My resting face
is one that projects annoyance, indifference, and anger. This face has been learnt over the
previous eight years that I have been in the military because we are taught to not show emotion
and to remain stoic regardless of the situation. However, I have come to realize that my resting
face was doing the opposite of what I had intended. Additionally, body language can easily
betray emotions or thoughts when having a conversation or in a discussion. Whether it is a flick
of the eyebrows or a poor sitting posture, it quickly becomes clear to those around what is racing
through my brain or heart. The discussion in class and the anecdote from Dr. Webster-Trotman
regarding keeping a mirror on her desk to occasionally check her resting face, caused me to look
inwards and reassess my own body language and facial expressions. This reassessment has led
me to make changes that will hopefully cause those around me and those that I lead to find me
more approachable and easier to communicate with. Most people want to be around those who
seem more upbeat, positive, and confident, which are points from this lesson that I will be
focused on applying through my facial expressions and body language.

Lastly, a third concept that stuck out to me in the reading was the story of Haseeb
Qureshi in Five Stars the Communication Secrets to Get from Good to Great. This particular
story made a deep impression on me because he was significantly less impressive than his peers
on paper but once he learned to network, communicate, and connect with people, he became
successful in the tech industry. His ability to look inwards, determine where he was deficient,
and then adjust course to become more marketable is truly inspiring. This point is especially
notable because it is very easy to become laser focused on being the most technically
knowledgeable and have the best on-paper resume, but networking can overcome even the most
formidable competition for a job. In the military, it is vital to be able to communicate with your
bosses and every conversation that is had with them is essentially a piece of an interview because
their recommendation is sometimes needed for future assignments or additional billets. As an
officer, it is vital to be able to effectively communicate as the stakes are sometimes life or death.
In the aviation field, the communication between pilots and air traffic control needs to be clear
and concise to avoid any mishaps. Additionally, my time in the military will come to an end,
regardless of whether that is 10 years or 30 years, and my networking and communication skills
will need to be as good as Qureshi’s if I want to succeed in whatever career comes after I hang
up my uniform for the last time.

Networking
In addition to following all the readings closely, I have done several other things to
increase my networking skills and grow my network. First, my wife, who is also a Marine, was
invited to a command event at the beach in North Carolina where there would be high ranking
individuals who have been in the Marine Corps for decades. I went with her to this event and
used some of the cues learned from the readings to start conversations with several individuals.
These people may not remember what we talked about but I am confident that they will
remember who I am. I set a goal for myself to have conversations with at least five higher
ranking individuals and I met that goal. At larger events like this one, it is fairly easy to keep a
conversation going due to being able to talk about the event itself but I used one of the strategies
described in the readings to truly keep the conversations going. The strategy I used was to make
the conversation all about the other person and let them do the majority of the talking while I
showed them my active listening skills. This is a great way to determine if the person could
somehow help your career or is in the same field as you. By pushing the weight of the
conversation on them, it is easy to pick through the plethora of information they are giving you
to determine which vein to dig into to find a genuine connection.

In addition, I began creating a LinkedIn account to have a professional page where

people can learn more about me without having to talk to me. I have not always been the biggest
believer in pages like this but recently several of my peers have been actively recruited from
companies like Amazon and Google through LinkedIn to work for them for ridiculous sums of
money. I believe that sites like LinkedIn are a double-edged sword where it can be very helpful
but could also cause annoyance for potential employers due to the number of requests to network
from people from all over. I am an introvert by nature so it takes more energy for me to attend
in-person networking events and sites like LinkedIn could potentially take up some of the slack
for not doing these. However, that being said, I am not discounting the importance of in-person
networking and have actively been seeking more events to go to, particularly in the real estate
world. I am an aspiring real estate investor and finding a competent mentor in that world is very
important to starting a business or scaling one’s investments. This course has pushed me the last
bit that I needed to fully immerse myself in networking and to try to build an army of people to
support and accompany me on my journey through life.

Key Attributes of an Effective Communicator

This portion of the paper will focus on five different attributes of an effective
communicator that I have identified as being vital to my personal development as a
communicator. The first attribute that I will unpack is empathy. Currently, I believe my empathy
skills are roughly a 6/10. It is sometimes difficult for me to understand why people feel certain
ways or why they cannot get over whatever is making them feel certain ways. I am an extremely
goal-oriented person that is focused on mission accomplishment and worrying about feelings is
not always near the top of my concerns. However, it is an area of my leadership that I need to
work on in order to be the leader that I would have wanted to follow. Three actions that I will
take to further my ability to be more empathetic are to examine my biases and put myself in the
shoes of others around me, to think about situations both in the factual sense and the emotional
sense, and to ask more questions to those that I love to get a better gauge on how they feel about
situations in order to better understand the reasons they feel that way. The best resource to help
me accomplish these actions is my cell phone because I will be able to use the video chat
function to see and talk to my family in order to both understand what they are saying but also
see their facial expressions.
 The second attribute is having a friendly disposition. This is largely related to my resting
face and how my body language conveys a certain emotion. Currently, I would rate myself 6/10
because though my facial expressions might show otherwise, once someone talks to me I would
say that I am friendly and warm towards them. In the military, it is sometimes difficult to always
have that friendly disposition as many of the daily tasks that need to be performed are serious
and require a professional demeanor. This requirement shows the difficulty and the dichotomy
that is necessary for leaders to master. This is definitely a facet of my leadership that I need to
develop so I can accomplish the mission and inspire a positive work environment. Three ways
that I can improve my friendly disposition are to think positively, not complain, and ask about
others and how they are feeling/doing. To start this, I will focus on my closest relationships and
then let that positivity and happiness boil over into my interactions with others.

The third attribute that I need to work on is articulation. In my mind, what I want to say is
often clear and the words seem to be loomed on the tip of my tongue ready to be spilled out into
existence. However, sometimes when I open my mouth, it sounds like I was not thinking of
anything at all. This is something that is important for me to work on as oral communication in
any field is instrumental in the success of projects. I would rate myself 7/10 for being articulate
because there are times, especially when I am speaking about things or situations that I am
passionate about, that I am extremely articulate but others where I cannot speak and stumble over
my words. Three ways that I can improve upon this attribute is to think a few seconds longer
than I think I need before I speak, research and become well-versed in things that I am going to
speak about, and finally remain confident throughout whatever I am saying. To start, I am going
to speak about things I am passionate about more to those I am close with to build confidence in
speaking about things that I usually just think about. Then I will start speaking about those things
to other people and then adjust course based on the feedback and experiences.

The fourth attribute is charisma. Charisma is one attribute that comes very naturally to
me and allows me to hold conversations with people and find common ground with them. I
believe this has to do with my personality of both being into sports and physical activities while
also being an engineer and enjoying more ‘nerdy’ things. I have always been a heavy reader and
enjoy viewing things from every viewpoint, charisma is how I embody that and connect with
those around me. I would rate myself a 9/10 on charisma because I have found a substantial
amount of success through networking just using my charisma to start or hold conversations with
people that I seemingly have nothing in common with. However, there is always room to grow in
any attribute or skill. Three ways I am going to improve my charisma are through just talking to
more people, showing that I care about what they’re saying, and showing some vulnerability to
other people to show them that I too have things that I need to work on or that I struggle with.
Charisma, in my eyes, can best be described as the ability to show others that you’re just as
human as them and build their confidence in themselves as a result of your conversation or
interaction.

Lastly, the fifth attribute is composure. Composure is something that I sometimes

struggle with because I am very passionate and competitive. Throughout my childhood, I
competed in a variety of sports from basketball to roller hockey and everything in between. I
absolutely hated to lose and everyone around me knew that just from my actions and my
disposition. However, now as a leader, composure is extremely important because it shows
subordinates that you are not easily thrown off your game and you can handle all the stress that is
being thrown at you. I would rate myself a 6/10 on my composure because while I do keep my
composure most of the time, there are plenty of situations where it is quite obvious to any
observer that my blood is boiling. As stated in previous sections, body language and facial
expressions are the greatest tool to maintaining composure. Three ways in which I will work on
my composure are to have an accountability mirror in which I check my resting face multiple
times per day, to take three deep breaths whenever anything happens that bothers me, and to
think bigger picture to remind myself that small things should not bother me and that they will
not matter in the long run. These practices can all be implemented immediately, starting with the
daily interactions that I have with my families and those that I affiliate myself with.

DISC Personality Assessment

On any team, there will be differing personalities and differing ways to approach or solve
problems. By fully understanding your own personality and the way that you approach problems,
it allows you to work better in teams when you might have to tone down your ways to find the
best solution. The DISC Personality Assessment assigns percentages to Dominance, Influence,
Steadiness, and Compliance based on the responses to a series of questions. These percentages
correspond to how dominant each factor is in your personality. For myself, I scored 51%
Dominance, 20% Compliance, 18% Steadiness, and 12% Influence. In the explanation, it
describes me as someone who has “a strong inner motivation to assertively create and implement
new ideas.” Additionally, it says that I “handle pressure well - you [I] strive for excellence and
expect others to do the same.” I completely agree with the assessment and how my personality is
primarily dominance. The personality factor Dominance describes “the way you deal with
problems, assert yourself and control situations.” In my case, this makes perfect sense because,
even in small inconsequential situations, I often am vying for control and trying to do everything
myself. For instance, I am always the one to drive between my wife, my friends, and my family.
Whether it is my car or not, I always end up being the one who drives. I enjoy feeling in control
of the situation and always try to position myself to be the one in control. For the generated
DISC results, see Appendix 1.

Conflict Management Styles Assessment

The Conflict Management Styles Assessment is a series of 15 questions that look to show
your typical reaction to conflict and to highlight how that particular style of reaction might not
work in every situation. There are five different styles listed in the assessment: Collaborating,
Competing, Avoiding, Accommodating, and Compromising. After tallying my scores between
the various categories, my scores are as follows: Collaborating 7, Competing 9, Avoiding 6,
Accommodating 8, and Compromising 7. My most dominant conflict management style is
Competing. This management style typically values the goals over relationships and will
sacrifice relationships or the feelings of others in order to accomplish their goals. I believe that
this is accurate because there have been several leadership situations or projects that I have been
a part of that were important but I lost relationships or became less close with certain people as a
result. When participating in or leading a project, I throw myself in it with everything I have.
This style of management has sometimes hindered my communication abilities because it causes
people to perceive me as cold-hearted or too driven. This creates difficulties in connecting with
people and conveying the importance of their work or contributions to the project.

One of the styles that I could spend more time building is the Compromising style. This
style prioritizes both the goals and relationships. It attempts to find a happy medium where both
parts gain something but you have to sacrifice a bit to make this happen. I believe that if I foster
a better Compromising style, it could greatly increase my communication skills because it will
show my peers and subordinates that I am a team player and I am willing to compromise and
sacrifice a little in order to keep everyone happy and accomplish the mission. The most
important technique that I can improve for conflict management is empathy. Five Stars the
Communication Secrets to Get from Good to Great states that “The key to communication is
empathy.” Empathy is essential in conflict management because it shows the other parties that
you understand how they are feeling and that you are going to do something about it. If the
parties do not think you understand or care about their feelings then they will not help you in
accomplishing the mission. I chose this technique because it is also one of the traits that I need
the most work in and to work on this, it requires practice and putting myself in situations where I
will need to use empathy more than usual. Crucial Conversations speaks about dialogue and how
the key to having difficult conversations is creating an environment or conversation where the
parties feel comfortable getting all the information out and on the table. I believe that opening
the paths of communication in a way that everyone feels respected and heard is one of the most
important techniques to conflict management. Empathy certainly plays a part in that but the
ability to just talk to people and be authentic is vital to having the channels for honest
communication and feedback. For the generated Conflict Management Styles Assessment, see
Appendix 2.

Jung Personality Assessment

The Jung Personality Assessment provides valuable insight into how one deals with and
relates to people, processes information, makes decisions, and organizes one’s life. My results
from the Jung Assessment is ISFJ, meaning Introvert-Sensor-Feeler-Judger. This is a different
result than I have gotten in the past from similar tests. I usually am always an ISTJ, Thinker
instead of Feeler. I disagree with this Jung Assessment’s assignment of feeler for my personality
because my feelings and emotions do not usually play a leading role in my decision making. I am
mainly focused on the facts of situations and use logic to construct my decisions. I do agree with
the rest of the assignments. I am definitely an introvert as being around other people usually
drains my energy and I need time alone or with my significant other to recharge and reflect. I am
someone who prefers to stay in on a Friday night rather than go out on the town. I am also
definitely a sensor because I don’t worry about the past or the distant future, I rely on the facts of
the here and now. I enjoy concrete metrics or measurable steps for situations. Lastly, I am a
judger because I enjoy organization and control in my life. I am one who tries to control
everything that I can possibly control and feel extremely overwhelmed when there are too many
things affecting me that are out of my control. I don’t think being assigned a feeler rather than a
thinker is a bad thing and I don’t believe that it greatly changes the description of my personality.
Actually, I believe that being a feeler rather than a thinker is something that I could aspire to
because it shows that my empathy has increased and my concern for the feelings of others has
increased. ISFJ is the leader that I want in charge of me and I believe that it will take large
amounts of work to work towards keeping that personality type. The ability to show empathy and
compassion while also being rational and goal driven is something that needs to be fostered and
grown. My Jung results are in line with my DISC results as it is clear that I enjoy control and
ensuring that the goal is accomplished regardless of the obstacles. For the generated results of
my Jung Assessment, see appendix 3.
Conclusion
In closing, communication and leadership are complex and difficult to master because
they are skills that need constant cultivation and tending to. To be the best communicator, one
must understand themselves and understand the way others perceive them. Only when self-
awareness is achieved can someone become much more proficient in communication or
networking. The concepts I have learned from the readings and the in-class sessions have
provided solid foundations to understand communication and how I need to look in the mirror in
order to improve my communication styles. By identifying the key attributes that I look for in an
effective communicator, I now have goals to work towards to make myself like the
communicators that I revere. Finally, by understanding my dominance-based personality, I am
able to adjust and better manage conflict and lead those under and around me. Every industry is a
people business. Armed with the knowledge from this course, I can take further steps to better
communication and lead. Effective communication skills are the cornerstone for successful
people in the past, present, and future.
 Works Cited

Faulkner, Michael, and Andrea Nierenberg. Networking for College Students and Gradates.

Pearson Learning Solutions, 2017. Print.

Gallo, Carmine. Five Stars the Communication Secrets to Get from Good to Great. St. Martin’s

Press, 2018. Print.

O’Hair, Dan, and Hannah Rubenstein and Rob Stewart. A Pocket Guide to Public Speaking.

Bedford/St. Martin’s, 2019. Print.

Patterson, Kerry, and Joseph Grenny and Ron McMillan and Al Switzler. Crucial Conversations.

McGraw-Hill, 2012. Print.

Appendix 1:

Your DISC Personality Report

Introduction
Your specific distribution of scores on the DISC personality test is an indication of your unique personality. You can think of this as

your DISC Personality 'DNA'. In the pie chart below you see your distribution of scores.

The highest percentage is likely to be your most dominant personality factor, the second highest your next most dominant

personality factor and so on. As such for you the DISC factors are ordered as: Dominance, Compliance, Steadiness, Influence.

DISC Personality Model

To help you understand the DISC model of personality here are definitions of the four factors measured.

Dominance Describes the way you deal with problems, assert yourself and control situations.

Influence Describes the way you deal with people, the way you communicate and relate to others.

Steadiness Describes your temperament - patience, persistence, and thoughtfulness

Compliance Describes how you approach and organize your activity, procedures and responsibilities.

Your DISC personality type

Your unique sequence of scores characterizes you in a specific way. The positive impact you are likely to make on people is:

You have a strong inner motivation to assertively create and implement new ideas.
 You handle pressure well - you strive for excellence and expect others to do the same.
You are innovative but tend to avoid risk taking.

DISC Patterns or Profiles

As you will appreciate, there are literally thousands of different combinations of scores. Therefore to help interpretation,

communication and understanding, DISC Personality Model experts have defined - through statistical analysis of the score

combinations - fifteen DISC 'Patterns' or 'Profiles'.

The 'Profiles' are often given names. The objective of these names is to give a single descriptive term that captures the essence of

that Profile. Names often used are Achiever, Coach, Evaluator, Counselor, Creator, Individualist, Inspirational, Investigator,

Objective Thinker, Perfectionist, Persuader, Practitioner, Enthusiast, Results-Oriented or Specialist

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The full extended report also used by career professionals (14 pages)

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Your exact DISC pattern classification (e.g., Inspirational, Objective,...)

Separate graphs for each dimension

Summary of your prime value to an organization

Personalized tactics and strategies for increased effectiveness

The DISC type most unlike you

Concise summary for you to include in your resume

Extra info explaining DISC theory and history

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Appendix 2:

Conflict Management Styles Assessment

Please CIRCLE ONE response that best describes you. Be honest, this survey is designed to help you

learn about your conflict management style. There are no right or wrong answers!

Broden Menzies
Name ________________________ 06/13/2022
Date _____________________

Rarely Sometimes Often Always

1. I discuss issues with others to try to find solutions that meet everyone’s

O
1 2 3 4

needs.

2. I try to negotiate and use a give-and-take approach to problem situations. 1

O
2 3 4

3. I try to meet the expectations of others. 1 2

O
3 4

O
4. I would argue my case and insist on the advantages of my point of view. 1 2 3 4

5. When there is a disagreement, I gather as much information as I can and

keep the lines of communication open.

1 2
O3 4

6. When I find myself in an argument, I usually say very little and try to leave

as soon as possible.
1
O
2 3 4

7. I try to see conflicts from both sides. What do I need? What does the other

1 2 3 4
person need? What are the issues involved?

8. I prefer to compromise when solving problems and just move on. 1 2

O3 4

9. I find conflicts exhilarating; I enjoy the battle of wits that usually follows. 1 2
O
3 4

10. Being in a disagreement with other people makes me feel uncomfortable

1 2 3 4

and anxious. O

11. I try to meet the wishes of my friends and family. 1 2 3

O
4

O
12. I can figure out what needs to be done and I am usually right. 1 2 3 4

13. To break deadlocks, I would meet people halfway. 1

O
2 3 4

14. I may not get what I want but it’s a small price to pay for keeping the

O
1 2 3 4

peace.

15. I avoid hard feelings by keeping my disagreements with others to myself.

1
O
2 3 4

Source: Reginald (Reg) Adkins, Ph.D., Elemental Truths. http://elementaltruths.blogspot.com/2006/11/conflict-

management-quiz.html

Scoring the Conflict Management Styles Assessment

As stated, the 15 statements correspond to the five conflict management styles. To find your

most preferred style, total the points for each style. The style with the highest score indicates

your most commonly used strategy. The one with the lowest score indicates your least

preferred strategy. However, all styles have pros and cons, so it’s important that you can use

the most appropriate style for each conflict situation.

Style Corresponding Statements: Total:

Collaborating (questions 1, 5, 7): 7

_______

Competing: (questions 4, 9, 12): 9

_______

Avoiding: (questions 6, 10, 15):

6
_______

Accommodating: (questions 3, 11, 14): 8

_______

Compromising: (questions 2, 8, 13) 7

_______

Competing
My preferred conflict management style is: _______________________________

Compromising
The conflict management style I would like to work on is: ____________________

How can I practice this conflict management style?

I can practice this conflict management style by better understanding how

___________________________________________________________________

people feel and attempting to bridge the gap between mission accomplishment

and keeping everyone happy.

___________________________________________________________________

___________________________________________________________________
___________________________________________________________________
 Brief Descriptions of the Five Conflict Management Styles
Keep in mind that one style of conflict management is not necessarily better than another; each
style has pros and cons, and each can be useful depending on the situation. This assessment is
intended to help you identify your typical response to conflict, with the goal that when you
encounter future conflicts, you will be aware of not only your instinctive reaction, but also the
pros and cons of that reaction for the specific situation. Furthermore, you will also be aware of
the other styles of conflict management that you could draw on to resolve the situation, if one
of the other styles is more appropriate for the current situation.

Owl Collaborating
Owls highly value both their goals and their relationships. They view conflict as a
problem to be solved and seek a solution that achieves both their goals and the goals
of the other person. Owls see conflicts as a means of improving relationships by reducing
tensions between two persons. They try to begin a discussion that identifies the conflict as a
problem, and strive to resolve tensions and maintain the relationship by seeking solutions that
satisfy both themselves and the other person.
Turtle Avoiding
Turtles tend to value avoiding confrontation more than either their goals or
relationships. They often find it easier to withdraw from a conflict than to face it. This might
even include completely giving up relationships or goals that are associated with the conflict.
Shark Competing
Sharks typically value their goals over relationships, meaning that if forced to
choose, they would seek to achieve their goals even at the cost of the relationship
involved. Sharks are typically more concerned with accomplishing their goals than with being
liked by others. They might try to force opponents to accept their solution to the conflict by
overpowering them.
Teddy Bear Accommodating
Teddy Bears typically value relationships over their own goals; if forced to choose,
Teddy Bears will often sacrifice their goals in order to maintain relationships. Teddy
Bears generally want to be liked by others, and prefer to avoid conflict because they believe
addressing it will damage relationships. Teddy Bears try to smooth over conflict to prevent
damage to the relationship.
Fox Compromising
Foxes are moderately concerned with both their goals and their relationships with
others. Foxes typically seek a compromise; they give up part of their goals and
persuade the other person in a conflict to give up part of their goals. They seek a conflict
solution in which both sides gain something; the middle ground between two extreme
positions. They are willing to sacrifice part of their goals in order to find agreement for the
common good.
Adapted from: Conflict Management Styles Descriptions. Docstoc, http://img.docstoccdn.com/thumb/orig/47081621.png


Appendix 3:

REPORT
JUNG PERSONALITY
TEST

Email address: cdkhqnqbrh@privaterelay.appleid.com

Gender: Male

Age: 25
Report Jung Personality Test

Table of contents
Table of contents 1

Your Jung personality report 2

What makes you different? 2

Your Jung personality type 2
An ISFJ at-a-glance 3
Your probable contributions to an organization 4
On a team 5

Report Jung Personality Test Page 1 of 5

Your Jung personality
report
What makes you different?
This free report describes how you prefer to: deal with and relate to people, process
information, make decisions and organize your life. It gives you a good overview of your
personality and behavior. You can use this information to assess how well your personality
might fit a potential employer or type of job.

Your Jung personality type

The descriptions you chose about your behavior indicate that the Personality
Type that most accurately describes you is: Introvert-Sensor-Feeler-Judger

Introverts tend to be reflective, reserved and private. A popular

misconception is that Introverts are shy - this is not necessarily so.
They draw their energy from their own thoughts and the time they
spend alone. Introverts do not need people around them all the time.
Sensors live in the present. They rely on facts, handle practical matters
well and like things to be concrete and measurable.
Feelers let their feelings and emotions play a leading role because of
their concern for other people.
Judgers prefer a lifestyle that is decisive, planned and orderly. They like
a life that is organized and controlled.

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An ISFJ at-a-glance
You are warm, generous and super dependable. You have many special gifts to o er - in
particular, sensitivity and a strong ability to keep things running smoothly. You are careful
and thoughtful. In relationships you can be hesitant until you know people well. On
occasions you can be infuriatingly modest!

Your ISFJ personality type indicates that you are hard-working and very responsible. You
follow through on both work and leisure activities with your own brand of precision and
meticulousness. People depend on you. They know you are not frivolous and will not
constantly change your mind. You form a solid core of consistency in people's lives which
creates a high degree of trust.

When making decisions, developing ideas and taking action, you have the ability to excel
at processing a tremendous amount of facts, data and information. Not many other
Personality Types have this talent. And, most importantly, one of your most charming
characteristics is your sense of humor. Your dry wit is appreciated by many. Every Jung
Personality type has one or two speci c nicknames that concisely describe your Jung
personality type, e.g. Inventor, Strategist, Protector and others.

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Your probable contributions to an
organization
Each Personality Type has a di erent set of skills, talents and attributes that they bring to
an organization, group or relationship. Here is a list of those most commonly associated
with Personality Types like you - ISFJ.

Likes tackling projects with here-and-now benefits to people.

Desires privacy, peace and quiet and few interruptions, yet also views working
with others as important.
Is practical, people-oriented and serves others. Appreciates praise and rewards
for work well done.
Is dependable with strong follow through skills.
Looks out for the needs of others.

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On a team
Some people work well on teams, others work best on their own. Understanding the
personality types of team members provides information about how individuals are likely
to carry out their work and interact with each other. Given your personality preferences,
the following are the strengths (and possible weaknesses!) you will most likely bring to a
team:

Provides clear directions, organizational skills and a practical mindset.

Is a great do-er at achieving team results.
Offers concrete and factual input.
Respects others' viewpoints, ideas and suggestions.
Keeps a written record of team progress and activities.

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